Journal of International Marketing

In this study, the export performance scale developed by Cavusgil and Zou (1994) is refined and tested for cross-cultural validity in Australia and the United Kingdom. The aim is to encourage a more integrated approach to export performance measurement so that valid comparisons of international research can be made and export theory advanced. Two key steps are reported. First, the scale was refined through exploratory research. Then, data were collected from a sample of 434 exporters in Australia and the United Kingdom. Based on the procedures suggested by Singh (1995) and Mullen (1995), factorial similarity, factorial equivalence, and measurement equivalence is tested across the two national samples. Although support is found for factorial similarity and equivalence, the results do not support full measurement equivalence. It is therefore recommended that some caution be exercised when comparing research conducted in Australia and the United Kingdom, which uses this scale. Suggestions for further research are also made.

A large number of studies have attempted to identify factors that are correlated with exporting success. However, much controversy exists about the key determinants of export performance and their relative importance. A major reason for this lack of consensus is the absence of a unified measure for capturing export performance. In this study, an attempt is made to develop a generalized export performance measure, the EXPERF scale, that can be applied to multiple countries. Results from a survey of top executives of U.S. and Japanese exporters support a three-dimensional scale for measuring export performance. The three dimensions of the export performance (EXPERF) scale are financial export performance, strategic export performance, and satisfaction with export venture. Implications of the study for further research and managerial practice are also discussed.

Export performance has been a central construct in the study of export marketing. Several studies have attempted to identify organizational and managerial antecedents of export performance and assess the relative importance of these antecedents. However, despite these fruitful efforts, there is little agreement in the literature about a conceptual definition of export performance, as well as about its operational definition. This article follows up on two previous articles that dealt with export performance conceptually (Madsen 1987; Shoham 1991) and uses a similar, three-dimensional conceptualization of export performance. This conceptualization is explored empirically with data from 93 Israeli exporters. The data indicate that there are indeed three dimensions to export performance, though the structure of these dimensions is somewhat different from expectations.

The concept of export performance is very important for managers because they have to evaluate each individual export venture in order to make decisions about future international commitments. This article discusses export performance as it is expressed through the perceptions and goals of export managers. Managers appear to be oriented toward short-term sales when they assess the performance of a particular export venture. Furthermore, they often use a benchmarking approach, comparing the results of a particular export venture with results of other export markets or the domestic market. Consequences of such practices are explored, and alternative managerial judgment criteria are discussed.

Today's fast-paced business environment is characterized by chaotic markets with constantly evolving global customers, competitors, and suppliers. Product life cycles are becoming ever shorter, demanding more rapid and complex product development processes that are uniquely tuned into ever-changing customer demands. Global customers demand consistency in service and quality at globally competitive prices.

Tomorrow's winners will be determined by those few firms that create the ability to develop constant and continuous innovation and transformation. This ability will be successfully manifested by those enterprises that understand, properly harness, and exploit global learning and the use of the organization's intellectual capital.